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Our customized solutions will help you gain a competitive advantage in the future of work.
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"Gleb Tsipursky came to my attention sometime during the pandemic when I was planning to have our research institute follow the standard path that all the big corporations were following. Apple and Google were announcing plans to have people come back three days a week, I thought that seemed like a good plan. ... I saw a video that Gleb gave at IEEE [the Institute of Electrical and Electronics Engineers] that really actually changed my mind about this. It was a video about hybrid work and how important it was to actually embrace it. One of the things I was impressed by was all these interesting ideas about how to make hybrid work more effective. So I signed up for a meeting with Gleb and I learned quite a bit more about how to do hybrid work well. Gleb has come on as a consultant for the Information Sciences Institute and has been really helpful in terms of putting us much more in a leadership position in terms of figuring out how to do hybrid work. We changed our policies, we are much more flexible about who can work at home and allowing people to work from home whenever it makes sense with respect to their supervisor. We are adapting people's home offices and our office spaces and figuring out how to onboard people in a way that is more effective when people haven't met in person. I think he's been incredibly helpful in terms of really transitioning us to lead in how we manage hybrid work at the institute."
Dr. Craig Knoblock, Keston Executive Director of the Information Sciences Institute at University of Southern California
“Dr. Gleb had a big positive impact at Applied Materials. Our leaders and engineers love data-based, research-based insights, which is exactly what he brings. He hit it out of the park, and he used a team led process, which was incredibly engaging. He introduced us to a concept he created called asynchronous brainstorming. It was a process we used with hundreds and hundreds of leaders globally at the same time. We did this during our CEO kickoff session for our strategy work. In a very short amount of time, we were able to get great benefits. I also love the work he's doing to educate leaders around the power and positive benefits of hybrid and virtual working. And one of his techniques that I'm planning to use is what he calls “virtual coworking”, where you and as many coworkers as you'd like create a virtual meeting, no purpose or agenda, but rather just to be working with one another. I highly endorse Dr. Gleb's work with leadership teams.”
Susan J. Schmitt Winchester, Chief Human Resources Officer at Applied Materials
Core Competency in Hybrid Work
We help tech, finance and insurance, and professional service executives drive collaboration, innovation, and retention in hybrid work by adopting a hybrid-first culture, instead of incrementally improving on the traditional office-centric culture.
For a deeper dive into each of our core competencies, read these articles about our work published by our CEO in top venues.
Innovation
"Why Virtual Brainstorming Is Better for Innovation"
Collaboration
"Google and Apple are wrong: Hybrid and remote work won’t keep employees from building ‘social capital’"
Retention
"Elon Musk's Illusion of Control Undermines Tesla's Future"
Core Competency in Generative AI
We help tech, finance and insurance, and professional service executives overcome the frustrations of the human factors involved in implementing Generative AI, by applying behavioral science principles to help employees embrace instead of resist this groundbreaking technology.
For a deeper dive into each of our core competencies, read these articles about our work published by our CEO in top venues.
Productivity
"25% faster and 40% better. This is how managers can leverage the productivity promise of generative AI"
Employee Buy-In
"The Secret to How Businesses Can Fully Harness the Power of AI"
Innovation
"Can AI Outperform Human Creativity? Research Suggests Machines Are More Capable Than We Thought."
Book
Our book, Leading Hybrid and Remote Teams: A Manual on Benchmarking to Best Practices for Competitive Advantage, offers case studies and best practices that will help you become recognized as a leader in hybrid work.
It relies on interviews done by our CEO, who authored the book, with 47 mid-level and 14 senior leaders in 12 companies that he advised on returning to the office and leading hybrid and remote teams after the pandemic. It also draws upon extensive peer-reviewed and survey research on hybrid and remote work, and case studies from prominent companies.
Our book, ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation (Updated for GTP-4), offers case studies and best practices that will help you integrate best practices for integrating Gen AI into your work. It’s based on work done by our CEO who authored the book in consulting for over a dozen companies on how to integrate Gen AI into their systems and processes, and overcoming the human challenges involved in using Gen AI effectively. It also draws upon extensive peer-reviewed and survey research on Gen AI, and case studies from prominent companies.
Case Study
Hybrid and Remote Work Transition for Fortune 500 High-Tech Manufacturing Company
Situation
The company was struggling to figure out its back-to-office strategy and new styles of hybrid and remote collaboration in the post-pandemic world.
Intervention
Before DAE’s intervention, the company intended to be mostly office-centric, with all employees spending 4 or more days in the office. DAE conveyed external research and did internal surveys that convinced the leadership such policies would harm retention, recruitment, productivity, innovation, and engagement. Instead, DAE offered the best practice of a team-led approach to hybrid and remote work, meaning each team leader determined what worked best for their team. After the company adopted this policy, DAE identified four critical areas where the company required assistance in the form of best practices for adapting its leadership style to the hybrid and remote future of work: day-to-day management of staff, improving hybrid meeting experience, and facilitating innovation in hybrid and remote teams through virtual asynchronous brainstorming. DAE then supported the company in getting buy-in across the 400-people global leadership team for these policies, experimenting with and adapting them to the needs of the different business units, and providing advice on the change management required to implement these policies.
Impact
- 22% improvement in retention over 12 months
- 29% increase in recruitment referrals from current employees
- 14% improvement in productivity during the time hybrid and fully remote employees worked remotely
- 27% improvement in employee satisfaction overall
- 43% increase in satisfaction with hybrid and remote work policy in particular
- 59% increase in satisfaction with hybrid meetings
- 26% improvement in number of innovative ideas
Case Study
Overcoming Psychological Barriers to Generative AI Adoption in a Financial Services Firm
Situation
A mid-size professional services firm faced significant challenges in implementing generative AI technologies. Despite recognizing the potential for AI to revolutionize their operations, the firm encountered considerable resistance from employees at all levels. This resistance stemmed from psychological barriers, including fears, biases, and uncertainties surrounding the new technology.
Intervention
Prior to DAE's intervention, the firm had initiated an AI implementation project with a top-down approach, mandating the use of generative AI tools without adequately addressing the underlying human factors. This approach resulted in pushback, reduced morale, and limited adoption. DAE conducted a comprehensive assessment, identifying key cognitive biases such as the status quo bias, empathy gap, and functional fixedness as primary contributors to the resistance.
DAE proposed a multi-faceted strategy based on principles from behavioral science to facilitate a smoother transition. This strategy included:
- Education and Awareness: DAE organized workshops to educate employees about the benefits and functionalities of generative AI, addressing misconceptions and fears. These sessions included real-world examples and success stories to illustrate the positive impact of AI.
- Inclusive Decision-Making: Involving employees in the AI adoption process, DAE facilitated focus groups and feedback sessions to gather input and address concerns. This inclusive approach helped to build trust and ownership among the staff.
- Pilot Programs: DAE implemented small-scale pilot programs allowing teams to experiment with AI tools in a controlled environment. These pilots provided hands-on experience, reducing uncertainty and demonstrating the practical benefits of AI.
- Change Champions: Identifying and training change champions within the organization, DAE empowered these individuals to advocate for AI adoption and support their peers through the transition.
- Ongoing Support: DAE provided continuous support through regular check-ins, troubleshooting sessions, and resources to help employees integrate AI into their daily workflows effectively.
Impact
The strategic intervention by DAE resulted in significant positive outcomes for the financial services firm:
- 45% increase in AI tool adoption rates within the first six months of the intervention.
- 40% reduction in resistance-related incidents, as measured by internal surveys and feedback mechanisms.
- 22% improvement in employee engagement scores, reflecting greater openness and willingness to embrace new technologies.
- 17% increase in the generation of innovative ideas, facilitated by the use of generative AI tools in brainstorming and problem-solving sessions.
- 20% boost in overall productivity, attributed to the efficiency gains from AI-enhanced processes and workflows.
